Increasing Agility Within The IV&V Process
Electronic Records Management (ERM) in Government Training WorkshopIncreasing Agility within the IV&VProcessMay 3, 2011 - Willard InterContinental Washington Hotel
Introduction and Overview Common Misuse of the IV&V Process Impacts of the OMB 25 Point IT Reform Planon IV&V How Development Methodologies InfluenceIV&V Increasing Agility into IV&V External Programs Wrap Up Q&AMay 3, 2011 - Willard InterContinental Washington Hotel
Common Misuse of the IV&V Process Programs often place IV&V at the end ofthe SDLC IV&V becomes a “Big Test” at the end–Slow–Expensive–Fails to maximize IV&V value addedMay 3, 2011 - Willard InterContinental Washington Hotel
Common Misuse of the IV&V Process Continued Slow–Requirements Review, Test Planning, TestCase Creation Expensive–Unsustainable levels of High defectsuncovered Failure to Maximize Value–IV&V cannot do “V” and “V”May 3, 2011 - Willard InterContinental Washington Hotel
OMB 25 Point IT Reform Plan Use a modular approach with usable functionality delivered every six months Develop flexible budget models that align with modular development Modular development delivers functionality in shorter timeframes and has longbeen considered best practice in the private sector and in some areas ofgovernment Successful organizations using modular development base releases onrequirements they define at a high level and then refine through an iterativeprocess, with extensive engagement and feedback from stakeholders Moving forward, Federal IT programs must be structured to deploy workingbusiness functionality in release cycles no longer than 12 months, and, ideally,less than six months, with initial deployment to end users no later than 18months after the program beginsMay 3, 2011 - Willard InterContinental Washington Hotel
Development Practices Influence IV&V Plan-Driven\Predictive Methods–Waterfall Adaptive Methods–Agile Unified Process–ScrumMay 3, 2011 - Willard InterContinental Washington Hotel
Introducing Agility into IV&V How can we implement an IV&Vprogram that can:–Assist in producing quality software–Assist in reaching desired deploymentdeadlines–Mold to fit variations in developmentpractices across an organization–Reduce development and operations costs–Assist in ensuring customer satisfactionMay 3, 2011 - Willard InterContinental Washington Hotel
Agility in IV&V Continued Ending the ‘Final Exam’ Mentality–IV&V needs to be engaged at every step inthe Software Development Life Cycle The Test-First Methodology Supporting Varying DevelopmentMethodologiesMay 3, 2011 - Willard InterContinental Washington Hotel
Agility in IV&V Continued Proper IV&V Organizational andTeam Structures can and willincrease agility Integrated Program Teams (IPT) StaffingMay 3, 2011 - Willard InterContinental Washington Hotel
External Programs Central Configuration Management Process Improvement GroupMay 3, 2011 - Willard InterContinental Washington Hotel
Recap The Big Test OMB 25 Point IT Reform Plan Variations in Development Practices Agility in IV&V External ProgramsMay 3, 2011 - Willard InterContinental Washington Hotel
In a chart End-to-End IV&V Lifecycle MethodologyMay 3, 2011 - Willard InterContinental Washington Hotel
Q&AMay 3, 2011 - Willard InterContinental Washington Hotel
the SDLC IV&V becomes a “Big Test” at the end –Slow –Expensive –Fails to maximize IV&V value added Common Misuse of the IV&V Process
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
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̶The leading indicator of employee engagement is based on the quality of the relationship between employee and supervisor Empower your managers! ̶Help them understand the impact on the organization ̶Share important changes, plan options, tasks, and deadlines ̶Provide key messages and talking points ̶Prepare them to answer employee questions
Dr. Sunita Bharatwal** Dr. Pawan Garga*** Abstract Customer satisfaction is derived from thè functionalities and values, a product or Service can provide. The current study aims to segregate thè dimensions of ordine Service quality and gather insights on its impact on web shopping. The trends of purchases have
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Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. 3 Crawford M., Marsh D. The driving force : food in human evolution and the future.
